The Technical Staff Member's Promotion Blueprint: Don't Get "Stuck" in Your Current Role! | Read the Full Sequence

Email 1 of 7 (welcome, sent immediately on sign up)

Welcome to The Technical Staff Member's Promotion Blueprint!

Hey there!

Thanks for subscribing to The Technical Staff Member's Promotion Blueprint: Don't get "stuck" in your current role.

Over the next 5 days, here's what we're going to cover:

Mistake #1: Always saying "Yes" to every request, taking on too much responsibility, and why this leads to burnout
Mistake #2: Concentrating on low level tactical work, not higher value strategic work, and why this prevents you from rising to a higher level.
Mistake #3: Assuming your manager knows your goals, and why this keeps you off of your manager's short list
Mistake #4: Being a lone wolf by not asking for help, and why this makes everything take longer and you are not thought of as a team player.
Mistake #5: Stalling your education, and why not keeping up with new knowledge and ways to work in your industry leaves you behind your peers.

Then, on day 6, one last email that wraps the whole thing up.

Every lesson is built the same way, so you always know what you're getting:

The reasons it happens, so you can spot it in yourself before it costs you anything.
The negative outcomes, so you know exactly what it is costing you right now.
How to fix it, with steps you can start this week without anyone's permission.

By the end of this Educational Email Course, you are going to know exactly why you should avoid these 5 giant mistakes on your path to promotion, and what you should do instead.

So, keep an eye on your inbox! Tomorrow morning, you'll receive Lesson 1.

Yours in success,

Steve

Email 2 of 7 (content, sent 1 day after sign up)

Mistake #1: Always saying "Yes" to every request

Hey there!

Today we're going to talk about Mistake #1: Always saying "Yes" to every request.

Specifically:

The reason junior staff members try to please everyone all of the time.
Why this mistake leads to you burning out too soon and losing your motivation.
And how to fix it.

The Mistake: Always saying "Yes" to every request.

Near the top of the stack of hurting your chances of getting a promotion is being a "yes person."

The path to a more important role is not about pleasing everyone. It is about being loyal to the company and its missions, helping your boss succeed, and moving everything forward. Saying "yes" to every request tells people you do not value your own time and puts you in a very risky position of not completing anything, or at least not completing anything well.

This mistake leads to the following negative outcomes (which is why you should avoid it):

Negative Outcomes of Saying Yes To Everything:

Coworkers think they can run all over you: in their minds you are just there to help them. And if you are helping them, who is helping you?
You risk burnout: this leads to decreased motivation for you which leads to poor performance and a negative attitude. I once worked very hard, even doing a lot of my manager's work, and after a few months of that I was ready to walk out. So much work, so little play. Now I work much harder keeping a balance, and prioritizing my own life. This actually shows maturity and staves off burnout.
Your own projects suffer: by doing everyone else's tasks, you limit your ability to complete your own projects on time and with high quality.

The Reason This Happens

The reason this happens is that most young or new corporate employees feel that they need to impress everyone to get ahead.

While this is true in general, people feel they increase their value by doing everything for everyone. The "value" in this case is misplaced: the company is not looking for people who do everything for everyone, it is looking for people who can provide quality value on their own, or work with other people to increase their value as a group more so than as individuals.

Here are some more reasons why staffers feel they have to do everything for everyone:

Why Staffers Believe They Have To Say Yes:

The more people value you, the faster you will get ahead: is this really true? Do you need every last person, even those at your level or below you, to value you, or is it more important that your manager, and up the chain, value what you can do for them?
They value quantity over quality: maybe if they are making parts on an assembly line this is true, but realistically if they generate a ton of low quality output, it is going to reflect poorly on them.
They are afraid of appearing idle: tactically, this may appear as if you do not have enough work and are "slacking," but done right, you can use that extra time to your advantage by coming up with better ways to do your job and to gain efficiency for your whole team.

How To Fix It

So, how do we avoid this mistake?

It all comes down to knowing what your alternatives are. The easy answer would be to simply say "no" to everyone but your manager, but this is fraught with peril as well. So how DO you decide what to say "yes" to and what to say "no" to?

Instead of doing everything for everyone, here's what you should do instead:

Build a framework by clearly defining your goals: being clear on what you want to accomplish and where you want to be in the future provides you with a framework you can use to decide if you should accept a task from a colleague. For example, if your goal is to be promoted by providing quality output, then you would not accept a manual task to help someone in a lesser role that takes time away from tasks your manager is depending on you to complete, especially if those tasks can highlight your capabilities further up the chain.
Help your manager with their tasks: instead of spending time on projects that help others succeed, ask to help your manager. They will be grateful for the assistance and it also shows them that you are able to do work above your current role. If you actually have the time to do more, and use that to help your manager, then saying "no" to non-helpful projects is that much easier.
Add your manager to "Team You": tell your manager what your aspirations are and ask for their help in achieving those goals. If someone asks you to help them, run it by your manager first, so your manager can judge if the task is actually helpful to your career or a waste of time.

Don't Forget To Check Your Inbox Tomorrow!

Phew, we covered a lot today.

I hope this gives you some clarity around why technical staffers and individual contributors make the mistake of saying "yes" to everyone, and some action steps to avoid doing so in the future.

Stay tuned for tomorrow as we dig into Mistake #2: Concentrating on low level tactics, not higher value strategy.

Specifically:

The reason staffers do this.
Why this mistake keeps them at their current role for far too long.
And how to fix it.

Keep an eye on your inbox!

Best,

Steve

Email 3 of 7 (content, sent 2 days after sign up)

Mistake #2: Concentrating on low-level tactical work instead of higher-value strategic work.

Hey there!

Welcome to Day 2 of The Technical Staff Member's Promotion Blueprint: Don't Get "Stuck" in Your Current Role!

Today, we're going to talk about Mistake #2: Concentrating on low-level tactical work instead of higher-value strategic work.

Specifically:

The reason technical staff members get stuck in tactical work.
Why this mistake prevents you from showcasing your higher-level talents.
And how to fix it.

Let's dive in.

The Mistake: Concentrating on Low-Level Tactical Work Instead of Higher-Value Strategic Work

Do you ever feel like you're constantly busy, but not making any real progress in your career?

Most technical staff members unknowingly fall into the trap of focusing on low-level tactical work, tasks like responding to tickets, fixing minor bugs, or addressing routine requests. While these tasks are important, they don't allow you to demonstrate your strategic thinking or leadership potential. They keep you in a cycle of "doing" rather than "leading," making it hard for your manager to see you as someone ready for a promotion.

The reality is, tactical work is necessary, but it's not what gets you noticed.

This mistake leads to the following negative outcomes:

Negative Outcomes of Focusing on Tactical Work:

You Don't Stand Out as a Leader: tactical work shows that you can execute, but promotions are given to those who can think strategically, solve complex problems, and contribute to long-term organizational goals.
You Become "Too Valuable" in Your Current Role: ironically, being great at tactical tasks can work against you. If your manager sees you as the person who keeps the wheels turning, they may hesitate to promote you because they don't want to lose you in your current role.
You Miss Opportunities to Build New Skills: by focusing only on tactical work, you're not exposing yourself to the kinds of challenges that build higher-level skills like project management, strategic planning, and cross-functional collaboration.

The Reason This Happens

So many technical staff members fall into the trap of focusing on tactical work because it feels good to get things done.

It's often because tactical work feels urgent and rewarding in the moment. Completing a task gives you instant gratification, while strategic work feels vague, long-term, and harder to measure. On top of that, many technical workers are never explicitly told to prioritize strategic work, so they stay in their comfort zone, focusing on tasks where they feel competent and in control.

But this mindset comes at a cost.

Here are some specific reasons why this happens:

Urgency Bias: you prioritize tactical work because it feels urgent, while strategic work always seems like something you can "get to later."
Fear of Failure: tactical work is straightforward and within your comfort zone, while strategic work often involves ambiguity and a higher risk of failure.
No One Tells You Otherwise: if your manager isn't encouraging you to shift your focus to strategic work, you might think that tactical work is what's expected of you.

How to Fix It

So, how can you break free from the trap of focusing on tactical work?

The key is to intentionally shift your priorities and carve out time for higher-value strategic work. This doesn't mean ignoring tactical tasks altogether, it means being more selective about how you spend your time and ensuring that your efforts align with your long-term career goals.

Here's how to make the shift:

Block Time for Strategic Work: dedicate specific blocks of time each week to focus on higher-level tasks like planning, problem-solving, or learning new skills. Treat this time as non-negotiable.
Track Your Impact: keep a record of the results you achieve from your strategic work, whether it's improving a process, saving time or money, or contributing to team goals. Sharing these results with your manager can help demonstrate your value. I have a spreadsheet with goals and dates and I record everything, good or bad, I do. When I go to talk to my manager in our one-on-one's, I have everything right there to discuss.
Learn to Say "No" (or "Not Now"): when you're asked to take on a low-level task that doesn't align with your goals, practice saying, "I'd love to help, but I'm currently focused on [priority task]. Can we revisit this later?"

Don't Forget to Check Your Inbox Tomorrow!

Phew, we covered a lot today.

I hope this gave you clarity on why so many technical staff members focus on tactical work, and how to shift your focus to higher-value strategic work.

And stay tuned for tomorrow, because we're going to dig into Mistake #3: Assuming your manager knows your goals.

Specifically:

The reason technical staff members assume their manager knows their goals.
Why this mistake keeps you off your manager's short list.
And how to fix it.

Keep an eye on your inbox!

Best,

Steve

Email 4 of 7 (content, sent 3 days after sign up)

Mistake #3: Assuming your manager knows your goals

Hey there!

Welcome to Day 3 of The Technical Staff Member's Promotion Blueprint: Don't Get "Stuck" in Your Current Role!

Today, we're going to talk about Mistake #3: Assuming your manager knows your goals.

Specifically:

The reason technical staff members make this mistake.
Why this mistake keeps you off your manager's short list.
And how to fix it.

Let's dive in.

The Mistake: Assuming Your Manager Knows Your Goals

Do you think your manager automatically knows you want to move up in your career?

If so, you're not alone. Many technical staff members assume that working hard, meeting deadlines, and delivering results is enough to signal that they're ready for a promotion. But here's the hard truth: managers aren't mind readers. If you don't explicitly communicate your goals, your manager may assume you're content in your current role, or worse, they may not even think about you when opportunities arise.

Assuming your manager knows your goals is like hoping someone will "magically" discover your potential, it rarely works.

This mistake leads to the following negative outcomes:

Negative Outcomes of Assuming Your Manager Knows Your Goals:

You Get Overlooked for Opportunities: without clear communication, your manager may not even know you're interested in new challenges or promotions. This keeps you off their radar when exciting opportunities arise, since managers are more likely to advocate for team members who actively express their ambitions and goals. If you stay quiet, someone else may take the spotlight.
You Miss Out on Growth Conversations: regular career discussions with your manager are essential for mapping out your next steps, and if your goals aren't clear, those conversations may never happen. I worked at this one company, sitting just outside my manager's office. John would go in there every morning and they would enjoy a cup of coffee, laugh and talk for about 20 minutes. John always seemed clued-in to what the company was doing next. I hated that!
You Waste Time on the Wrong Path: if your manager doesn't know what you want, they may assign you projects that don't align with your career goals, slowing your progress.

The Reason This Happens

Many technical staff members assume their manager knows their goals.

For one, most people think their work speaks for itself. They believe that delivering consistent results is enough to signal they're ready for more responsibility. Others avoid speaking up because they feel awkward or fear being seen as pushy. And in some cases, employees may not even be clear about their own goals, making it impossible to communicate them effectively.

The truth is, staying silent about your ambitions is one of the biggest career-limiting moves you can make.

Here are some specific reasons why this happens:

Fear of Rejection: you worry that expressing your goals will lead to criticism or disappointment if your manager doesn't agree. You may feel unsure about your skills or worry that your manager will think you're not ready for the next step.
Unclear Goals: if you're not sure what you want, it's nearly impossible to communicate it to your manager.
No Established Process: some companies don't have a formal process for discussing career goals, leaving employees to figure it out on their own.

How to Fix It

So, how do you make sure your manager knows your goals?

The answer is simple: be proactive and intentional about communicating your ambitions. This doesn't mean you have to demand a promotion or brag about your accomplishments. It simply means having open, honest conversations with your manager about where you see yourself in the future, and asking for their support in getting there.

Here's how to get started:

Schedule a Career Conversation: set up a one-on-one meeting with your manager to discuss your long-term goals and how they align with the team's needs.
Be Clear and Specific: instead of saying, "I want to grow in my career," say something like, "I'm interested in moving into a leadership role within the next year. What steps should I take to make that happen?"
Ask for Feedback and Follow Up Regularly: use the conversation as an opportunity to get your manager's perspective on your strengths and areas for improvement, then keep the conversation going by checking in with your manager every few months to update them on your progress and discuss any new opportunities. The adage "the squeaky wheel gets the grease" applies here.

Don't Forget to Check Your Inbox Tomorrow!

Wow, that's a lot!

I hope this gives you some clarity on why assuming your manager knows your goals is a mistake, and how to take control of your career by communicating your ambitions.

And stay tuned for tomorrow, because we're going to dig into Mistake #4: Being a lone wolf by not asking for help.

Specifically:

The reason technical staff members try to do everything themselves.
Why this mistake makes everything take longer and hurts your reputation as a team player.
And how to fix it.

Keep an eye on your inbox!

Best,

Steve

Email 5 of 7 (content, sent 4 days after sign up)

Mistake #4: Being a lone wolf by not asking for help

Hey there!

Welcome to Day 4 of The Technical Staff Member's Promotion Blueprint: Don't Get "Stuck" in Your Current Role!

Today, we're going to talk about Mistake #4: Being a lone wolf by not asking for help.

Specifically:

The reason technical staff members try to handle everything on their own.
Why this mistake makes everything take longer and hurts your reputation as a team player.
And how to fix it.

Let's dive in.

The Mistake: Being a Lone Wolf by Not Asking for Help

Do you ever feel like asking for help at work is a sign of weakness, or that it might damage your reputation as someone capable?

Many technical staff members fall into the trap of trying to tackle every task, project, and challenge on their own. This might stem from a desire to prove their competence, avoid bothering others, or simply because they don't trust anyone else to get the job done right. But the truth is, trying to do everything yourself can actually hurt your productivity, delay results, and damage how others perceive you.

Not asking for help doesn't make you a superhero, it makes you less effective and harder to work with.

Let's talk about some of the negative outcomes of this mistake.

Negative Outcomes of Being a Lone Wolf:

Everything Takes Longer: when you refuse to ask for help, you're essentially doubling your workload, and tasks that could be completed faster with input from others end up taking significantly more time. Juggling too many responsibilities without support leads to stress, burnout, and a feeling of being constantly behind, which can hurt the quality of your work and your overall well-being.
You're Seen as Not Being a Team Player: collaboration is key in any workplace. If your colleagues or manager notice that you're unwilling to ask for or accept help, they may view you as someone who's hard to work with or unwilling to contribute to the team's success.
You Limit Your Growth: asking for help is not just about getting the job done faster, it's also about learning from others. When you isolate yourself, you miss opportunities to learn new skills, approaches, and techniques that could advance your career.

The Reason This Happens

Why do technical staff members fall into the trap of being a lone wolf?

The main reason is that many people equate asking for help with incompetence. They fear it will make them look weak, unprepared, or incapable of handling their responsibilities. Others avoid asking for help because they don't want to burden their colleagues, or they feel like it's faster to just do the work themselves.

But the truth is, this mindset is rooted in fear and misunderstanding. Asking for help is not a sign of weakness, it's a sign of confidence and self-awareness.

Here are some common reasons why this happens:

Fear of Judgment: you worry that your colleagues or manager will think less of you if you admit you don't know something or need support. You want to show that you're capable and independent, so you avoid asking for help, even when it's the smarter option.
Perfectionism: you believe that no one else can do the work as well as you can, so you avoid delegating or asking for input.
Overestimating Your Bandwidth: you take on too much because you think you can handle it all, but this leads to missed deadlines and burnout.

How to Fix It

So, how do you avoid the lone wolf trap and start asking for help when you need it?

The key is to change the way you think about collaboration. Asking for help isn't a sign of weakness, it's a way to work smarter, build relationships, and achieve better results.

Here are some actionable steps to help you fix this:

Reframe Your Mindset: remind yourself that asking for help is not a sign of failure. It's a way to use the strengths of your team and create better outcomes. I tell my developers that senior dev's ask for help constantly, they know that going down the rabbit hole will take more time and impact the team. It's actually a sign of maturity and seniority that I look for!
Start Small and Be Clear About What You Need: if you're not used to asking for help, start with small requests, like asking a colleague for their input on a specific piece of work or advice on how to approach a task. When you do ask, be specific about what you're looking for so it's easier for others to help, and let your manager know when your workload is too heavy or when you need additional resources, which shows that you're self-aware and proactive about solving problems.
Offer Help in Return: collaboration is a two-way street. Be proactive about offering your help to others, which will make them more likely to support you in return.

Don't Forget to Check Your Inbox Tomorrow!

Great, another ton of great stuff covered today!

I hope this gives you some clarity on why being a lone wolf is a mistake, and how asking for help can actually make you more effective and respected in your role.

And stay tuned for tomorrow, because we're going to dig into Mistake #5: Stalling your education.

Specifically:

The reason technical staff members stop prioritizing learning.
Why this mistake leaves you behind your peers.
And how to fix it.

Keep an eye on your inbox!

Best,

Steve

Email 6 of 7 (content, sent 5 days after sign up)

Mistake #5: Stalling your education

Hey there!

Welcome to Day 5 of The Technical Staff Member's Promotion Blueprint: Don't Get "Stuck" in Your Current Role!

Today, we're going to talk about Mistake #5: Stalling your education.

Specifically:

The reason technical staff members quietly stop learning.
Why this mistake leaves you behind peers who were once at your level.
And how to fix it.

Let's dive in.

The Mistake: Stalling Your Education

When was the last time you learned something at work that was not handed to you by a ticket?

Almost nobody decides to stop learning. What happens is quieter than that. Work gets busy, the sprint runs long, the thing you meant to pick up slides to next month, and next month it slides again. You are still good at your job. You are just good at the same job you were good at eighteen months ago.

Here is where it catches up with you. The gap never shows in your day to day work, because your day to day work is exactly the work your current skills already cover. It shows up in one room, on one day, in the promotion conversation, where "solid" loses to "solid, and ahead of it."

I watched this happen to someone I liked a lot. He was the best person on the team at the system we had. When we replaced that system, he was suddenly the person who knew the most about something we no longer ran. He did not get worse. The ground moved.

Negative Outcomes of Stalling Your Education:

You get compared to who you were, not to who is coming: your manager is not measuring you against last year's version of you, they are measuring you against the person they could hire or promote instead. Standing still reads as falling behind, even when your output never dropped.
You become expensive to move: the higher role needs skills you have not touched, so promoting you means training you first. Managers under pressure pick the person who is already ready, and you never hear that this is why.
Your confidence erodes before your competence does: when new tools show up and you do not recognize them, you start staying quiet in the meetings where those decisions get made. Being quiet in those rooms is how you stop being considered for the work that happens in them.

The Reason This Happens

So why do capable, ambitious people let this slide for a year at a time?

Because learning is the only thing on your list with no deadline attached. Every other task has someone waiting on it. Nobody is waiting on you to understand the new architecture, so it loses every single time it competes for an hour, and it competes for an hour every single day.

Here are some specific reasons why this happens:

Nothing is on fire, so nothing gets scheduled: urgent work always beats important work when the important work has no due date and no one asking for it. Learning is pure important, zero urgent, which is exactly the combination that never gets done.
You are already the expert, and being a beginner feels bad: you spent years becoming the person who knows. Picking up something new means being visibly bad at it again, in front of people who think of you as the one who knows, and that is a real cost most people quietly decline to pay.
Nobody told you it was part of the job: your review measures delivery, so you optimize for delivery. No manager has ever put "fell behind on the tooling" in a performance review, they just stop putting your name forward, and you never get told that is what happened.

How To Fix It

So how do you fix a problem with no deadline?

You give it one. That is the whole trick. Not more discipline, not more motivation. A calendar entry and a person expecting something from you.

Here's how to get started:

Pick one skill that belongs to the job you want next, not the job you have now: one, not a list. If you cannot name the role you are aiming at, that is Mistake #3 showing up again, and it is worth fixing first because it tells you what to learn.
Put 30 minutes on the calendar at the same time every day and defend it: this is a calendar problem, not a motivation problem. Same time daily beats a heroic three-hour block on a Saturday you will cancel twice and then stop scheduling.
Ask your manager one question: what is the best thing I could learn this quarter?: this does three jobs at once. You get an answer aimed at what the company actually needs, you make your ambition visible, and you now have someone who expects to hear how it went, which is the deadline you were missing.

One More Email Tomorrow

That is the fifth mistake, and that is the last of them.

Five mistakes: saying yes to everything, staying tactical, assuming your manager can read your mind, going it alone, and letting your skills go quietly stale. Every one of them is something you can start fixing this week, and none of them requires anyone's permission.

Tomorrow you get one more email, and it is the one every course like this ends with: the wrap-up. It is a different animal from the five lessons, and I will tell you exactly what it is doing and why, because building these courses is my actual job.

Keep an eye on your inbox.

Best,

Steve

Curious about the format instead of the content? I build Educational Email Courses like this one for businesses. Book a call.

Email 7 of 7 (conclusion, sent the day after the last content email, call to action)

You've just completed the email course

Hey there!

You made it. Five mistakes over five days, and you now know more about getting promoted than you did last week.

That is the course. This is the seventh and last email, and it is a different animal from the six in front of it, so let me tell you what it is.

What this email normally does

In a real Educational Email Course, the last email is the wrap-up and the ask.

It closes the loop on what the reader just learned, and then it hands them to the business that paid for the course, with one clear call to action. Book the call. Start the trial. Reply to this email. Six days of being genuinely useful bought the right to ask, which is why the ask does not read like an ad, it reads like the obvious next step.

I work through this email with you the way I work through all of them, but this is the one carrying your call to action, so we make three decisions together:

What you are actually asking for: a call, a reply, a quote, a purchase. The right ask is the smallest next step your buyer can say yes to, and it is a different step for a $500 product than for a $50,000 engagement.
How hard it pushes, and where: some businesses close in this email, some only open a conversation. That follows your sales cycle, not a copywriting preference.
How specific we get about who this is for: we can aim the whole course at exactly the customers you want, which quietly sorts the ones you do not. How far to take that is your call, and we talk about it.

Now the part where I do it to you

Here is the thing you may not have noticed. This course has a business behind it, and the business is mine.

I am Steve Mark. I run WordsGetCustomers, and I research, write and build Educational Email Courses for businesses. You just spent six days inside one so that you would know exactly what it feels like from the reader's side, rather than reading a page where I claim it works.

The topic is career advice for engineers on purpose. A sample course about email courses would have been another pitch, and you would have read it as one. This way you were the customer. You have already decided whether I know what I am doing, and nobody argued you into it.

Why you want one, and why you want me to build it

People will trade an email address for this when they will not trade one for a newsletter. A signup box promises future value, and typically converts somewhere between 1% and 10% of the people who see it. A landing page offering to teach the thing they are actually stuck on typically converts between 30% and 70%, depending on how warm the traffic is. They open it, too: around 50% for a course against roughly 30% for a newsletter. And every person who signs up has just told you which problem they have.
It teaches and pre-qualifies, so your calls start further down the field. The first 20 minutes of most sales calls are spent explaining things nobody ever bothered to teach the person. Most cold outreach converts under 4%, because it opens with a stranger deciding whether to trust you. A conversation that begins after six days of you being useful is not that conversation, it is a conversation about how you two are going to work together.
It is written to attract the customers you want. We pick the problem, the depth and the language to fit the buyer you actually want more of. The people who match lean in over six days. The people who never matched drift off, and it costs you nothing, because the course was already written.

What you get from me

A finished engine, built once. Research, strategy, every email written, the sequence wired up and tested and running. Not a template pack and not a course about how to write one.
All of it is yours, permanently. Every email, every subject line, every word, and the accounts too: the domain, the email platform, the list. Under your name, not mine. If we never speak again it keeps running exactly the same.
One-time build. No retainer and no monthly fee to me.

What it costs you

About an hour a week, for roughly four weeks. That is from kickoff to a live, running sequence, assuming you are around when I need you and nothing outside our hands breaks. You know your business better than I ever will, so I need you for the part only you can do: what your customers get wrong, where they get stuck, what you wish they understood before they ever called you. I do the rest.
Up to three review passes. I research it, write it, build it in your account, and hand it to you. You read it and tell me what is not yours, I fix it, and we go around again until it sounds like you.
Roughly $20 to $50 a month to keep it running, and none of that comes to me. A domain and an email service, paid to those vendors, in your name.

So here is my ask

If you want one of these working for your business, call me.

Book a call

If a call is not your thing, reply to this email with what you sell and where your prospects get stuck. I answer every one personally.

Best,

Steve

Steve Mark, WordsGetCustomers. I research, write and build Educational Email Courses, newsletters and social content for businesses that would rather own the asset than rent the ads. wordsgetcustomers.com

This is a working sample, not the product.

What you just read is a real Educational Email Course: the format I build for businesses, teaching and pre-qualifying prospects before they ever reach you. The topic here is career advice for engineers, but the structure is the point, and it works the same way for whatever your customers need to understand.

Talk to me about yours See how it works